Utah Partners for Health

“The organization's cfo reviews the 990 before it is filed. In addition, the organization's board of directors reviews the 990 before it is filed.”

“During 2022, all board members and officers completed and signed the organization's conflict of interest disclosure statement. This statement requires that all potential conflicts of interest be disclosed at the time the board member becomes aware of the conflict or before any discussion on the matter by the board, whichever occurs first. If an apparent conflict of interest is not disclosed by the board member having the conflict, another board member is required to bring the conflict to the attention of the board. The board of directors is responsible for determining whether an actual conflict of interest exists. Once a conflict of interest is disclosed, the board member should also not participate in further discussion of the matter by the board.”

“In establishing the executive director's compensation, the organization uses market comparability data to ensure that the compensation is reasonable. The board of directors establishes the executive director's compensation independent from the executive director. The deliberation and determination of compensation is contemporaneously documented in the board minutes.”

“The organization's governing documents, conflict of interest policy, and financial statements are available upon request at the organization's offices during regular business hours.”

“2024 was a pivotal year of transition and strategic realignment for upfh. Following the retirement of long-serving ceo, debbie turner, new leadership was established under ceo veronica hobby, who joined upfh in june 2024. The board of directors used this opportunity to reexamine and update the organization's mission, establish a 10-year vision, and initiate a comprehensive financial and operational turnaround plan. Significant progress has been made in strengthening internal leadership, promoting accountability, and addressing long-standing inefficiencies. A new senior leadership structure, cultural transformation, and a renewed focus on sustainability have laid the groundwork for lasting impact. In 2024, upfh implemented a significant structural reorganization to strengthen operational efficiency, enhance program effectiveness, and improve internal accountability. This reorganization was initiated following the retirement of long-serving ceo and cfo, debbie turner, which provided an opportunity to evaluate and restructure the executive leadership model to better support upfh's scope of services and compliance responsibilities. Veronica hobby was hired as the new chief executive officer in may and began her role in june 2024. In addition, two new senior leadership positions were created to address longstanding operational and programmatic challenges: chief operating officer and program development director. The chief operating officer role, filled by ladd larsen at the end of july 2024, was created to focus on internal operations, improve workflow efficiencies, and provide greater oversight of clinic-level performance. The program development director position, assumed by rachel mortenson in late august 2024, was established to oversee the design, implementation, and evaluation of new and existing programs, with the goal of increasing impact and alignment with strategic goals. These roles were added to address structural concerns that had negatively affected staff productivity, service delivery, and the organization's ability to scale community health initiatives. In parallel with leadership restructuring, upfh launched several staff- driven initiatives to support cultural and performance improvements. These included the creation of non-managerial task forces focused on accountability and employee recognition, a 12-month hr leadership development plan, and the expansion of key compliance roles such as the health & safety compliance officer and financial analyst. These structural and operational updates were designed to position upfh for sustained growth, regulatory compliance, and measurable improvements in program outcomes - particularly in priority areas such as behavioral health integration and expanded clinic and pharmacy hours. The reorganization has laid a foundation for improved internal controls and increased capacity to meet future programmatic and fiscal demands. Federally qualified health center in-scope program accomplishments: encounters upfh served a total of 8,169 patients in 2024. This was a slight increase over 2023 with 8,160 patients served. Total overall encounters decreased 3% from 20,142 encounters in 2023 to 19,609 encounters in 2024 (both uds and non uds visits are included in total). - medical: 12,016 (mobile unit: 597; in-clinic: 11,419) - dental: 3,524 - behavioral health: 1,862 - vision: 2,207 (mobile unit: 1,478; in-clinic: 729) the decrease in encounters from 2023 is attributed to two medical providers being out on maternity leave for a total of 6 months collectively, one behavioral health provider out on maternity for the last 4 months of 2024, and one dental provider out on medical leave during june 2024 and a reorganization of the dental program beginning in december 2024. The increase in vision encounters is due to expanding services to include in- clinic services and continuing outreach to at-risk school aged children through a partnership with the promise neighborhood initiative with united”

“Out of scope program - model i upfh runs one program outside the scope of the section 330 federally qualified health center program called model 1. Upfh collaborates with several for-profit clinics that provide in-kind healthcare services to individuals in need in magna, west valley, and kearns, utah. Through model i, patients gain access to primary medical care, physical therapy, cardiology, and diagnostic services at a significantly reduced cost. Private partner providers donate approximately 77% of their standard charges, making care more accessible for low-income and uninsured patients. In 2024, this program facilitated 111 medical visits, including advanced diagnostic services such as mri, ct scans, and radiology. In-kind donations for these services totaled 88,632 with upfh matching 21,066 and patients paying 26,294 for a total value of 135,992 for these services.”